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CHIEF CONSTABLE’S DELIVERY PLAN 2018/21MISSION KEEPING SOUTH WALES SAFE

VISION TO BE THE BEST AT UNDERSTANDING AND RESPONDING TO OUR COMMUNITIES’ NEEDS

OPERATIONAL PRIORITIES

Protecting the vulnerable, preventing harm in OUR COMMUNITIES

CRIME ON OUR STREETSTackle crime on our streets to keep our

communities safe

HIDDEN HARMDeal with hidden harm to protect the

most vulnerable in our communities

NON CRIME DEMANDReduce non-crime demand to free up our

resources to focus on policing

LISTENING & RESPONDINGListening and responding to our peoples’ needs to improve the way we work together

SUPPORTIVE LEADERSHIPDevelop supportive leadership across the Force that encourages a resilient and motivated workforce

TRUST IN - BUREAUCRACY OUTTrust-In, Bureaucracy Out to empower you to do your job

ORGANISATIONAL PRIORITIES

Understanding and responding to OUR PEOPLE

CHIEF CONSTABLE’S DELIVERY PLAN 2018/21Protecting the vulnerable, preventing harm in OUR COMMUNITIES Understanding and responding to OUR PEOPLE

Local Policing:• Review our approach to Neighbourhood

Policing and design an integrated partnership model that focuses on early intervention, prevention and managing vulnerability to reduce demand

• Design and deliver with partners a sustainable partnership model for ACE/Early Intervention

Victims, O�ender & Criminal Justice:• Review our approach to diversion and

o�ender management and deliver a sustainable model that will e�ectively reduce the number of o�ences

Using our Resources to Deliver:• Implement our Digital Policing Strategy

that will use technology to make it easier for our communities to access our services and reduce demand

PREVENTIONLocal Policing:• Develop a Partnership Strategy that will

deliver an operating model that supports the Wellbeing of Future Generations (Wales) Act and work with Public Service Boards

• Work with partners to understand and respond to displaced demand

Victims, O�ender & Criminal Justice:• Work with the Welsh Ambulance Trust to

increase the availability of a clinical desk in the Public Service Centre to reduce demand for both services

Using our Resources to Deliver:• Pursue collaborative opportunities focusing

on enabling and shared services and operational convergence

Specialist Capabilities:• Reinvigorate Local Organised Crime and

Partnership Boards across the Force

Vulnerability:• Use a more evidenced-based approach when

working with partners in securing better actions for those su�ering mental health issues

• Develop a new operating model that manages Mental Health to improve the service to victims and reduce demand on policing including Healthcare Professionals in the PSC

PARTNERSHIPLocal Policing:• Improve the safety of our city centres and

develop a strategy that improves police and partnership response to Anti-Social Behaviour

• Undertake a series of Force and Divisional enforcement exercises to fight crime and provide reassurance

Victims, O�ender & Criminal Justice:• Develop a future operating model for our

Specialist Operations functions that will deliver a cost e�ective and e�cient service to our communities

Specialist Capabilities:• Continue to improve our response to

Cyber/Online Crime - particularly Fraud and o�ences against vulnerable people

• Review and improve the Force’s ANPR Capability and Operating Model

Vulnerability:• Disrupt Serious and Organised Crime by

dealing with County Lines - including Urban Street Gangs, Modern Slavery and Human Tra�cking, and Drug Tra�cking and Supply

• Review the strategic and tactical approach to managing disclosure

• Develop the capabilities of our CSE & MISPER teams to tackle Child Sexual Exploitation - both contact and online

• Improve our response to Stalking and Harassment

• Deliver a ‘Whole Systems’ Approach to tackling Violence Against Women & Girls

• Understand hidden harm within sex working and provide support

PEACEKEEPINGLocal Policing:• Refresh our approach to Citizens in Policing and introduce a joint Citizens

in Policing Hub

Victims, O�ender & Criminal Justice:• Deliver Programme Morse to modernise public access, reduce demand at

first point of contact and improve the experience of our service users• Develop and implement a new victim and service user insight framework

Developing our People to Deliver:• Develop an inclusive wellbeing programme to support our people • Embed Organisational and Procedural Justice across the Force• Enhance our Representative Workforce to include wider minority groups• Improve trust and confidence of our operational sta� to encourage

decision making and reduce a blame culture• Continue to embed structures to improve performance of complaint and

contact management, thereby increasing sta� and public confidence• Embed a new process that will improve the management of grievances

and increase sta� confidence

Using our Resources to Deliver:• Deliver the Fixed, Flexible, Field model across the Force to support

modern ways of working • Develop a better understanding of our demand, capability and resource

allocation to inform future corporate and financial planning • Improve our business intelligence capability to enhance decision making,

productivity and e�ciency, and support multi agency information sharing with Partners

• Develop a Productivity and Value for Money strategy to meet the financial challenges

• Embed the new continuous improvement scheme #100Things,100Days and implement ideas that will improve ways of working and reduce bureaucracy

• Implement the Estates Strategy to provide a modern, safe and pleasant working environment for our people

• Create a Digital Services Division, in collaboration with Heddlu Gwent Police, that will fully embrace technology in the development of our service delivery

• Review joint governance arrangements and develop an approach that reduces bureaucracy and continues to support ethical decision making

• Develop an internal customer service framework to maximise the contribution of support services to operational policing

DEVELOP OUR ORGANISATIONDeveloping our People to Deliver:• Reduce the impact of long term sickness

on individuals and the Force • Develop an inclusive Leadership Strategy

and Programme that will focus on the Competency Value Framework levels and engage with our people to encourage involvement

• Understand the skills we need to meet future demands, and conduct an audit of the skills and development needs of our people

• Prepare for the implementation of the College of Policing ‘Policing Education Qualification Framework’

• Explore models that will give the Force a more structured approach to talent management, succession planning and Career Pathways

Specialist Capabilities:• Design and deliver a plan to address the

current and predicted shortfall in detective numbers in the Force

• Develop e�ective succession planning for specialist capabilities and ensure arrangements are in place to deliver the Strategic Policing Requirement

DEVELOP OUR PEOPLE

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